Managing SAP BW Projects Part-2

© 2004 Wellesley Information Services. All rights reserved.

Dr. Bjarne BergLenoir-Rhyne College.

An A-Z Guide to Planning, Managing, and Executing an SAP BW Project

Part 2

2

What We Covered So Far (in Part 1)…

• Writing The business case • Defining the scope• Writing the milestone plan• Timelines and staffing plan• Budgeting• On-boarding and training• Writing the workplan• Monitoring progress• Monitoring quality and a formal approval process• The user acceptance group and their role

3

What We’ll Cover (Part 2)…

• Approach

• The blueprinting phase

• The realization phase

• The implementation phase

• Wrap-up

4


• The approach

Methodology

Lessons learned

Requirements and approvals




• Wrap-up

5

Source: SAP

What Do Users Really Want?

6

Project Preparation: Some Key Observations

Core Activities

1.1 Initial Project Planning

1.2 Project Procedures

1.3 Training Preparation

1.4 Project Kickoff

1.5 Technical Requirements Planning

1.6 Quality Check Project Preparation

Project plan: This is the first cut. It focuses on milestones and work packages.

Project plan: This is the first cut. It focuses on milestones and work packages.

Project charter: Represents an agreement on, and commitment to, the deliverables of the project, as well as the time constraints, resources, standards, and budget of the project.

Project charter: Represents an agreement on, and commitment to, the deliverables of the project, as well as the time constraints, resources, standards, and budget of the project.

Scope: Sets the initial definition of the project.Scope: Sets the initial definition of the project.

Project team organization: Sets the ‘who’ of the project. This decides who will be involved and what is their goal.

Project team organization: Sets the ‘who’ of the project. This decides who will be involved and what is their goal.

Standards and procedures: Sets the ‘why’ and ‘how’ of the project. Standardizing how meetings are run, documents are handled, etc means that everyone understands what is going on.

Standards and procedures: Sets the ‘why’ and ‘how’ of the project. Standardizing how meetings are run, documents are handled, etc means that everyone understands what is going on.

Source: Pauline Woods-Wilson

(This is what we covered in Part 1)

Note

7

A Brief Look at ASAP

• ASAP for BW is based on many of the same ideas and approaches that are found in the ASAP methodology for R/3

• We will take a look at some core differences….

• SAP standard

• Single, pragmatic, and standardized methodology

• Evolved out of 20 years of experience

• Manageable scope, cost, and common expectations

• Common language

• Preconfigure documentation and tools

8

What is ASAP?

• Project Plan, Estimating

• Design Strategies, Scope Definition

• Documentation, Issues Db

• Workshop Agenda

• Questionnaires

• End-User Procedures

• Test Plans

• Technical Procedures

• Made Easy guidebooks (printout, data transfer, system administration…)

Fill in the BlankVersus

Start from Scratch

Fill in the BlankVersus

Start from Scratch

Examples for Accelerators:

9

What are the Core SAP Benefits?

• The main reasons for SAP BW and R/3 implementations are to provide better access to information

• The BW system being built cannot be slower, less user-friendly or harder to learn than the one it is replacing!

Source: CEO Survey - Monash University

10

Critical Success Factors to a BW Project

Individual Organisational Technological Methodology

The best people End users on the team Platform sizing Proper scope

Backfilling Communication with users

Testing tools Leadership and commitment

Single location Documentation and training internal

Integration testing before releasing

changes

Budget for consulting and

training

Good SAP consultants

Breadth and depth of training

Do not modify code Overseas contacts

Source: Lee Schlenker

These are lessons learned the hard way!! Don’t re-invent the wheel but learn from others.Note

11

SAP Solution Manager

Service Delivery Platform

SAP Support

Services

Best Practice Documents

Implementation Content

Roadmaps

Test Organizer Support Desk

Solution Monitoring

Service Level Reporting

Customizing Synchronization

Implementation Platform

Gateway to SAP

Landscape Reporting

Tool

Content

e-Learning

Upgrade ProjectsChange Request

ManagementNew inNew in20042004

Source: SAP

12

Don't Forget

A Process Look at Getting Functional Specifications

There is more than one way to collect this information, however, a formal process should exist to capture requirements and to communicate what is being developed.

We will now examine the most common form of RAD (Rapid Application Development).

Create contact group and contact list for business input and requirements

Create a tool to collect inforequestsand businessinput

Conduct information gathering using the tool

Disposition the info. requests to BW or R/3

Consolidate requirements and write functional specs

Build storage objects and load programs

Construct reports and navigation features

Name Organization Phone Number Joe Jones MYORG Ltd 918-123-1234 Joseph Jones Your ORG Ltd 918-123-1234 Joe Jones MYORG Ltd 123-123-1234 Joe Jones MYORG Ltd 918-123-1234 Joe Jones MYORG Ltd 918-123-1238 Joseph Jones Your ORG Ltd 918-123-1239 Joe Jones MYORG Ltd 918-123-1234 Joe Jones MYORG Ltd 918-123-1234 Joe Jones MYORG Ltd 918-123-1234 Joseph Jones Your ORG Ltd 918-123-1234 Joe Jones MYORG Ltd 918-123-1234 Joseph Jones Your ORG Ltd 918-123-1234 Joe Jones MYORG Ltd 123-123-1234

Team starts by reviewing documentation tool fordocumentation completeness

D1Is report

documentationcomplete?

Request additionalinput from BusinessTeam member

ResponsibleTeam memberacquires/documentsadditional information

D2Is this

an Intradayreport?

D3Significantnumberof users?

D4Is the report

systemresourceintensive?

D5Does

Standard R/3contentexist?

D6Does

Standard BWcontentexist?

D7Is it less

expensive tocreate in

R/3?

R/3 is selected asReporting Tool

and documentedin doc. tool

BW is selected asReporting Tool anddocumented in doc.

tool

BW is selected asReporting Tooland documented

in the documentation tool

BW is selected asreporting tool and ChangeRequest is submitted ifthe scope changed



R/3 is selected asReporting Tooland documented

No

Yes

No

No

Yes

Yes

Yes

No

Yes

No

D2.5Does data existin "in-scope" models

Infocube/ODS

No

Yes

No

D1aIs this a truereporting

need

Yes

No Communicate tobus. leader

A2Total Cost ofOwnershipAnalysis

D8Is BW costeffective?

Yes

No

YesYes



D9R/3 ToolSelectionProcess

No


tool

StandardR/3

ABAP/Custom

ReportWriter

OtherQuery

Review requirements and identifycorresponding Data Model (InfoCube/ODS)

Communicate finaldisposition





R/3 team make final disposition



BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3

A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)

A4Baseline reports


D1Is report




D2Is this

an Intradayreport?


D4Is the report


D5Does


D6Does


D7Is it less


R/3?




tool







No

Yes

No

No

Yes

Yes

Yes

No

Yes

No


Infocube/ODS

No

Yes

No


need

Yes




Yes

No

YesYes



D9


D1Is report




D2Is this

an Intradayreport?


D4Is the report


D5Does


D6Does


D7Is it less


R/3?




tool







No

Yes

No

No

Yes

Yes

Yes

No

Yes

No


Infocube/ODS

No

Yes

No


need

Yes




Yes

No

YesYes




No


tool

StandardR/3

ABAP/Custom

ReportWriter

OtherQuery












A4Baseline reports

Create contact group and contact list for business input and requirements

Create a tool to collect inforequestsand businessinput

Conduct information gathering using the tool

Disposition the info. requests to BW or R/3

Consolidate requirements and write functional specs

Build storage objects and load programs

Construct reports and navigation features

Name Organization Phone Number Joe Jones MYORG Ltd 918-123-1234 Joseph Jones Your ORG Ltd 918-123-1234 Joe Jones MYORG Ltd 123-123-1234 Joe Jones MYORG Ltd 918-123-1234 Joe Jones MYORG Ltd 918-123-1238 Joseph Jones Your ORG Ltd 918-123-1239 Joe Jones MYORG Ltd 918-123-1234 Joe Jones MYORG Ltd 918-123-1234 Joe Jones MYORG Ltd 918-123-1234 Joseph Jones Your ORG Ltd 918-123-1234 Joe Jones MYORG Ltd 918-123-1234 Joseph Jones Your ORG Ltd 918-123-1234 Joe Jones MYORG Ltd 123-123-1234


D1Is report




D2Is this

an Intradayreport?


D4Is the report


D5Does


D6Does


D7Is it less


R/3?




tool







No

Yes

No

No

Yes

Yes

Yes

No

Yes

No


Infocube/ODS

No

Yes

No


need

Yes




Yes

No

YesYes




No


tool

StandardR/3

ABAP/Custom

ReportWriter

OtherQuery












A4Baseline reports

Team s tarts by re vie wing doc um e ntation tool fordocumentation completeness

D1Is report




D2Is this

an Intradayreport?


D4Is the report


D5Does


D6Does


D7Is it less


R/3?




tool







No

Yes

No

No

Yes

Yes

Yes

No

Yes

No


Infocube/ODS

No

Yes

No


need

Yes




Yes

No

YesYes



D9


D1Is report




D2Is this

an Intradayreport?


D4Is the report


D5Does


D6Does


D7Is it less


R/3?




tool






R/3 is s e le c te d asReporting Tooland documented

No

Yes

No

No

Yes

Yes

Yes

No

Yes

No


Infocube/ODS

No

Yes

No


need

Yes




Yes

No

YesYes




No


tool

StandardR/3

ABAP/Custom

ReportWriter

OtherQuery












A4Baseline reports

13

Rapid Application Development (RAD)

• Be flexible and consider using a RAD (Rapid Application development) approach to the initial information requirement gathering. Typical ways to conduct this include: Ask for 1-2 days of uninterrupted time and provide lunch on-site Remove cell phones, PDA and pagers and emails Invite power users, casual users, today's report writers, and

managers Keep a rapid pace and a manageable number of attendees (no

more than 20) Focus on shared information needs and conduct multiple

sessions if needed Don't get trapped in details; give people a chance to provide

feedback in writing and follow up later with individuals

14

Rapid Application Development (cont.)

• Benefits include: Increased user involvement and less disruption to the

business More likely to avoid individual opinions and get more group

consensus You can use the session as an information sharing event and

give a brief overview of what you are attempting to do

15

Getting the Functional Specifications

• Avoid creating a total inventory of all reports in the organization. The "top-5" (most used) sales, distribution, inventory etc. reports from each department will cover the vast majority of the reporting needs.

• A single BW "report" may satisfy dozens of today's static reports. It is therefore impossible to map each individual legacy report to a single BW report.

Avoid attempting to replicate each report based on what you might have in place today. Accept new ways of accessing data.

Best Practice

Note

16

Getting the Functional Specs (cont.)

• Create a form that captures the core requirements in a structured format

Create a simple form called "information request form" and use

it to gather the core relevant information about each report being requested by the business community. This should include at least the following fields:

- Contact info about the requestor - Data currency (yesterday/today)- Department - Security requirements- Name of report - How is this reporting done today- Purpose of report - Comments- Description of report - Type of users (mgr./analyst/casual) - Number of users expected - Frequency of report (daily/monthly)

Tip

17

• Document requirements in a standardized format

• Prioritize requirements• Consolidate requirements• Support follow-up

discussions and reviews.

P1 of 2

Tool

Sample Information Request Form

18

• Other uses: Post form on the intranet

and thereby give stakeholders an easy way to communicate with the project team.

Use the comment section for security requirements, or add a separate section for this.

Note the section for dispositioning the requirement

P2 of 2

Tool

Sample Information Request Form

19

Report Dispositioning: What Goes in BW and What Stays in R/3?

• There are many tools that can report on R/3 data and you might have static reports that truly belongs in R/3 and which would not be cost effective to move to BW

• Make cost-effective decisions; just because the report is not in BW does not mean it cannot be in a portal or on the web

• Not all reports belong in BW; avoid using BW as a "dumping group"

• You need to make conscious decisions on what reporting needs you are going to meet and how you want to accomplish this

We will now take a look at an approach to a formal report dispositioning that has been used by a few companies.

Warning

20

Key Questions for Report Dispositioning

• Is this really a reporting need or a "want"?• Is the data going to be in BW at a frequency that solves

the user's request (intraday reporting)?• Is the data needed for this report already in our BW

scope?• Are there already a report available in R/3 ?• Does standard BW content exist?• Is it less expensive to create in R/3?• Are there a significant number of users?• Is the reporting need resource-intensive?• Is BW cost effective in the long run (ownership)?

21

cu

Team starts by reviewing documentation tool for documentation completeness

D1Is report

documentation complete?

Request additional input from Business

Team member

Responsible Team member

acquires/documents additional information

D2Is this

an Intraday report?

D3Significant

numberof users?

D4 Is the report

system resource

intensive?

D5Does


D6Does


D7Is it less


R/3?




tool







and documented

No

Yes

No

No

Yes

Yes

Yes

No

Yes

No

D2.5 Does data exist

in "in-scope" modelsInfocube/ODS

No

Yes

No

D1a Is this a true

reportingneed

Yes

NoCommunicate tobus. leader

A2Total Cost of

OwnershipAnalysis


Yes

No

YesYes




No


tool

StandardR/3

ABAP/Custom

ReportWriter

OtherQuery










BW Team to forward completed detailed report specifications based on selected Reporting Tool - BW or R/3


A4 Baseline reports

Tool

An example of how to decide which reports should be in R/3 or the legacy system (printed version is easier to read)

22

Now That You Have Identified the In-Scope Reports, What’s Next?

• Obtain a copy of each of the current reports that are “in-scope” (not all). Legacy reports may be a great source to document the data needs; they

can be used to illustrate how data is currently being summarized and viewed in the organization

Consolidate the requirements and look for "low-hanging fruit" Create a physical folder with paper copies of "in-scope" legacy reports;

make sure that the development team has access to them and reduce the time spent in meetings with the business community

+ + =Great

Feature

Many requirements can be met by a single BW report

23

Flow Overview

BW Report object:

When: Fall-03 to Jan-12, 2004.Who: Process teamsPurpose: Functional requirementsQuantity: 167

Business Reporting Requirements

BW Query Detailed Specification (used by Information Delivery)

Query Name:

Query Technical Name:

Subject area:

Fixed format:

Free format:

Number of users:

Target Users:

Time Granularity

Historical data:

Peak time usage:

Data Volume:

Frequency:

SAP Roles:

Test Criteria:

Jump Targets:

BW detailed query specs

When: Fall-03 to Jan-12, 2004.Who: Information deliveryPurpose: Functional requirementsQuantity: 167

BW Reports

Reports

An example from a very large manufacturing company

24

An Example

25

An Example

26

Deliver reports in a consistent manner to users (one version of the "truth"), but use different mechanisms to do so.

Managers and executives tends to prefer simple and directed interfaces

Casual users tends to prefer predictable structured access to the data

Analysts and power users tends to prefer high flexibility and unstructured access to the data.

Flat ReportingFlat Reporting• FormattedFormatted• PrintPrint• Form basedForm based• StaticStatic• Predictable accessPredictable access

OLAP ReportingOLAP Reporting• Drill DownDrill Down• Slice and DiceSlice and Dice• AnalyseAnalyse• Data Mining Data Mining • Search and discoverSearch and discover

KPI & ScorecardKPI & Scorecard FormattedFormatted• SimpleSimple• Easy to viewEasy to view• Limited navLimited nav• AggregatesAggregates

Don't underestimate the user's need to access the information in various ways.

OR OR

Consider Multiple Ways of Displaying the Same Data!!

27


• The approach


Leveraging the standard content

Modeling your solution

Deliverables



• Wrap-up

28

Blueprinting Phase: Some Key Observations

Core Activities

2.1 Project Management Business Blueprint

2.2 Organizational Change Management

2.3 Project Team Training Business Blueprint

2.4 Develop System Environment

2.5 Organizational Structure Definition

2.6 Business Process Definition

2.7 Quality Check Business Blueprint

Deciding what will be developed in BW and what will be maintained as R/3 reports.

Deciding what will be developed in BW and what will be maintained as R/3 reports.

Getting the right requirements: Finding out the detailed functional specs of what the users really need and not just what they want.

Getting the right requirements: Finding out the detailed functional specs of what the users really need and not just what they want.

Map the functional requirements to the standard content and see what can be leveraged and what needs to be extended.

Map the functional requirements to the standard content and see what can be leveraged and what needs to be extended.

Create user acceptance group(s) and have them review and give feedback on the system as it is developed.

Create user acceptance group(s) and have them review and give feedback on the system as it is developed.

Create detailed technical specifications and designs of infocubes, masterdata, ODSs and high-level architectural designs.

Create detailed technical specifications and designs of infocubes, masterdata, ODSs and high-level architectural designs.

29

The Blueprinting Phase: Leveraging Standard Content

• As a guiding principle we map requirements to standard content before we start customizing.

• However, we may also have external data sources that require custom ODSs and InfoCubes.

• Some observations on higher level objects…….

BW Content available:BW Content available:

• InfoObjects 11,772• ODS objects 349 • InfoCube 605• MultiCubes 121• Roles 861• Queries 3,299• Workbooks 1,979

36%

33%

31%

Mostly standard storage objectsSome customization

Highly customized storage objects

An example from a large manufacturing company

30

Standard content

The Blueprinting Phase: Modeling Your Solution

BW functional requirement:

When: Fall-03 to Jan-12, 2004.Who: Information delivery teamPurpose: Storage object requirementsQuantity: 25

Billing

Number of billing documentsNumber biling line itemsBilled item quantityNet weightSubtotal 1Subtotal 2Subtotal 3Subtotal 4Subtotal 5Subtotal 6Subtotal ANet valueCostTax amountVolume

Customer

Sold-toShip-toBill-toPayerCustomer classCustomer group~ Customer country~ Customer region~ Customer postal code~ Customer industry code 1End user

Material

Material numberMaterial enteredMaterial groupItem categoryProduct hierarchyEAN/UPC

Time

Calendar yearCalendar monthCalendar weekCalendar day

Unit

Currency KeyUnit of MeasureBase unit of measureSales unit of measureVolume unit of measureWeight unit of measure

Billing information

Billing documentBilling itemBilling typeBilling categoryBilling dateCreation dateCancel indicatorOutput medium~ Batch billing indicatorDebit/credit reason codeBiling categoryReference documentPayment termsCancelled billing documentDivison for the order headerPricing procedure

Organization

Company codeDivisionDistribution channelSales organizationSales group

Logistics

PlantShipping/receiving point

Document details

Sales order document typeSales dealSales docuement

Accounting

Cost centerProfit centerControlling areaAccount assignment group

Personnel

Sales rep number

LEGEND

Delivered in standard extractorsDelivered in LO extractorNot in delivered Content -but in R-3

BW logical model:

When: Fall-03 to Jan-12, 2004.Who: Information delivery teamPurpose: Storage object requirementsQuantity: 25

Storage Requirements

BW InfoCubes

Storage

A real example from a very large manufacturing company

+

31

Modeling Your Solution

Billing

Number of billing documentsNumber biling line itemsBilled item quantityNet weightSubtotal 1Subtotal 2Subtotal 3Subtotal 4Subtotal 5Subtotal 6Subtotal ANet valueCostTax amountVolume

Customer

Sold-toShip-toBill-toPayerCustomer classCustomer group~ Customer country~ Customer region~ Customer postal code~ Customer industry code 1End user

Material

Material numberMaterial enteredMaterial groupItem categoryProduct hierarchyEAN/UPC

Time

Calendar yearCalendar monthCalendar weekCalendar day

Unit

Currency KeyUnit of MeasureBase unit of measureSales unit of measureVolume unit of measureWeight unit of measure

Billing information

Billing documentBilling itemBilling typeBilling categoryBilling dateCreation dateCancel indicatorOutput medium~ Batch billing indicatorDebit/credit reason codeBiling categoryReference documentPayment termsCancelled billing documentDivison for the order headerPricing procedure

Organization

Company codeDivisionDistribution channelSales organizationSales group

Logistics

PlantShipping/receiving point

Document details

Sales order document typeSales dealSales docuement

Accounting

Cost centerProfit centerControlling areaAccount assignment group

Personnel

Sales rep number

LEGEND

Delivered in standard extractorsDelivered in LO extractorNot in delivered Content -but in R-3

1. Write functional requirements

2. Create a model based on pre-delivered BW content

3. Map your requirements to the delivered content and identify gaps.

32


• The approach


• The realization phase Building ODSs and InfoCubes Planning, Managing and executing system test Planning, Managing and executing integration and performance test Issue resolution, logs, sign-off and approvals


• Wrap-up

33

Realization Phase: Some Key Observations

Core Activities

3.1 Project Management Realization

3.2 Organizational Change Management

3.3 Training Realization

3.4 Baseline Configuration and reviews

3.5 System Management

3.6 Final Configuration and Confirmation

3.7 Prepare & Coordinate interface development

3.8 Develop Data Conversion Programs (if any)

3.9 Develop Queries

3.10 Develop User interface enhancements

3.11 Determine additional reporting requirements

3.12 Create structured reports

3.13 Establish Authorization Concept

3.14 Establish Data Archiving plan (if applicable)

3.15 Final Integration Test

3.16 Quality Check Realization

Configuration and Testing Plans: Define how the configuration will be implemented and how it will be tested

Configuration and Testing Plans: Define how the configuration will be implemented and how it will be tested

Development Programs: Provide details of added programming structures

Development Programs: Provide details of added programming structures

End User Training MaterialEnd User Training Material


34

Building ODSs and InfoCubes

1 Review the functional requirements and the technical design

6 Do not allow exceptions to the naming conventions

2 Make sure you have established data stewards for the masterdata and assigned the masterdata to specific developers

7 Make sure that “putting out fires” do not take precedence and becomes the “defaulted” architecture and standard.

3 Have your ETL developers report functionally to an individual who is responsible for creating process chains

8 Try new ideas in a sandbox environment and do not contaminate the development environment.

4 Avoid nested ODS layers and keep the architecture as pristine as possible

9 Keep details for multi-use in the ODS and do not design the ODS based on a the needs of a single infoCube.

5 Make your transformations as part of update rules into infocubes if you need to be able to reconcile to the source system. Keep the details in the ODS.

10 Developers must perform unit test on all their work and personally sign-off on their storage object.

TIPS

35

The BW Test Methodology

Methodology used for System and Integration tests

Test Strategy

Test Plan

Test Execution

Problem Resolution

R/3 and BW testing is not different from a methodology standpoint, but the execution is….

36

System Test: Planning

Activities

Tasks\Dates December 2003 January 2004 February 2004 1-Mar 8-Mar 15-Mar 22-Mar 29-Mar 5-Apr

Identify People for Testing

Schedule Facilities

Prioritize Test Areas (Queries)

Send out Meeting Notice

Execute System Test

Document Results

Problem Resolution

1 Create test script 6 Identify key contacts 2 Identify roles to be used 7 Communicate about transports3 Documentation on using test tools 8 Arrange time for progress control4 Procedure for documenting test results 9 Schedule facilities5 Training sessions for using test scripts

Tasks

112

2

3

45

67

8

9

10

11

Timing

"There's no time to stop for gas,

we're already late"

Business analysts are responsible for planning, coordinating and executing the system testing of queries.

37

System Test Scheduling: Example

• Each team has dedicated time in the test room.

• Food will be provided (pastry, doughnuts etc)

• At least 2 testers (preferably 3) should be assigned to test each query

• All test results to be logged

3/1

3/2

3/3

3/4

3/5

3/6

3/7

3/8

3/9

3/10

3/11

3/12

3/13

3/14

3/15

3/16

3/17

3/18

3/19

3/20

3/21

3/22

3/23

3/24

3/25

3/26

3/27

3/28

3/29

3/30

3/31

4/1

4/2

DeliverCost and ProfitabilityOrderManufacturingPlan and schedulingDemand planningSource

Resolving outstanding

issues and re-testing

= Morning session 8:30 - noon= Evening session 12:30 - 5:00

Environment preparation

38

System Test: Checklist

• Preparations Functional requirements complete Prioritize data source/cubes/ODS/queries for testing Identify critical path for testing Queries developed and available in BW test environment Modify test script to suit each track Track specific test plans created using existing test template Test cases written

39

System Test: Checklist (cont.)

• People Individuals (testers) to perform the test identified Testers invited to complete BW web-based training Availability of testers ensured Roles to be used by testers determined Security roles tested User ID’s for testers created and available

• Logisitics Familiarize test results recording tools – LN database, issues

log Identify test location, and ensure availability of logistics

(rooms, computers, sapgui, network connections, phone, etc..) Plan for problem resolution

40

Integration Test: Planning

• Progress meeting Held daily to monitor progress and resolve common issues Attendees:

Business analysts, back-end developers, query developers, test coordinator, and Test Problem Report (TPR) administrator

Purpose:Discuss common issues, monitor progress, discuss plan changes

Duration:30 minutes

Tasks\Dates March 2004 29-Mar 5-Apr 12-Apr 19-Apr 26-Apr 3-May 10-May 17-May

Identify People for Testing

Schedule Facilities

Prioritize Test Areas (Queries)

Send out Meeting Notice

Execute System Test

Document Results

Problem Resolution

41

Performance Testing

• Performance test execution Identify queries to be performance tuned Determine cutoff load for load test – e.g. 40% of actual users

(not named) Schedule queries to run in background Execute each query while load scripts are running to simulate

“real” users Monitor BW system continuously Attempt tuning at query level Perform analysis based on benchmarks Build aggregates, indexes, etc. if needed Record findings in a formal tracking tool available to all Meet with developers everyday to discuss issues/progress Problem resolution

42

Test Signoffs

• Signoff procedure Document test feedback and update logs

Review open issues

Prioritize outstanding issues

Agree on scope decisions and resolutions

Obtain approvals from business representatives or steering committee

43


• The approach




Executing cut-over to production

Conducting end-user and power user training

Establishing end-user support organization

Post-implementation review and next steps

• Wrap-up

44

Final Preparation Phase: Some Key Observations

Core Activities

4.1 Project Management Final Preparation

4.2 Training Final Preparation

4.3 Acceptance Testing

4.4 System Management

4.5 Detailed Project Planning

4.6 Cutover

4.7 Quality Check Final Preparation

The Cutover Plan and the Technical Operations Manual describe the details on how to move to the production environment and go live

The Cutover Plan and the Technical Operations Manual describe the details on how to move to the production environment and go live

The End User Training document describes the delivery of the necessary levels of SAP training prior to going live

The End User Training document describes the delivery of the necessary levels of SAP training prior to going live

The Stress & Volume Tests confirm the production hardware’s capabilities

The Stress & Volume Tests confirm the production hardware’s capabilities


45

Conducting End-User and Power User Training

• Types of training: Web-based

All users Training Tutorials

Instructor-led On-site Power users Executives

Vendor-based Developers Support staff

46

Getting Power Users involved early is important to the overall success of a Data Warehousing project

To help support businesses that have already gone live, a strong local community of “ambassadors” is needed.

If you don’t have them, on-going projects may get “bogged down” with basic support of reports.

Establishing End-User Support Organization

47

CO

NT

INU

EC

ON

TIN

UE

TOP-DOWN APPROACH

Building a global data warehouse for and proceed sourcing data from legacy systems driven from a top -down approach where reports are also created centrally.

CH

AN

GE

CH

AN

GE

BOTTOM-UP APPROACH

Focus on a bottom -up approach where the DW project will prioritize supporting and delivering DW solutions, but where businesses are actively involved in developing reports.

A BW Data Warehouse Approach at a Company

Should a set of Ambassadors be part of the rollout-strategy?

BW Data Warehouse Alternatives

Issue

How can this be done with minimal organizational disruption?

Issue

The core issue was if the support organization should be centralized, or if the local organizations should be involved.Note

[company X]

48

Some Benchmark Indications Regarding Ambassadors

5 0 % S u c c e s s f u l




N o( 1 0 % )

Y e s( 9 0 % )

B u s i n e s s U n i t s I n v o l v e d i n D e v e l o p m e n t

Increased business involvement increases the probability for data warehouse project success.Note

Can you use a BW ambassador in your user organization?

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Go-Live: Some Key Observations

Core Activities

5.1 Production Support

5.2 Project End

The last deliverable for the implementation ensures high system performance through monitoring and feedback

The last deliverable for the implementation ensures high system performance through monitoring and feedback


We need to execute issue resolution plans and contingency plans

We need to execute issue resolution plans and contingency plans

A “lessons learned” session should be held at the end of the project to assure organizational awareness and education

A “lessons learned” session should be held at the end of the project to assure organizational awareness and education

The support organization will take over the system after a pre-determined time period. Some team members may transition into their new roles as support staff

The support organization will take over the system after a pre-determined time period. Some team members may transition into their new roles as support staff

This is a critical time when a “SWAT” team that quickly addresses user concerns can make all the difference in how the system is received among the users

This is a critical time when a “SWAT” team that quickly addresses user concerns can make all the difference in how the system is received among the users

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Go-live: Post-Implementation Review

The Information Paradox: John Thorp

AlignmentAlignment BenefitsBenefits

Capability/EfficiencyCapability/EfficiencyIntegrationIntegration

Are we doingthe right things?

Are we doingthem the right way?

Are we getting the benefits?

Are we getting them done well?

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• The approach




• Wrap-up

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7 Key Points to Take Home

• Keep the team relatively small and focused

• Size your projects based on the team experience

• Make the implementations interactive instead of “Big-Bang”

• Do not cram all reports into BW (some belong in R/3)

• Follow a proven methodology

• Track quality and create a formal approval process

• Involve power users and ambassadors in the development

DB and OS Abstraction

.NET WebSphere…

People Integration

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Process IntegrationIntegration

BrokerBusiness Process

Management

Information IntegrationBusiness

IntelligenceKnowledge

Management

Life

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Portal Collaboration

J2EE ABAP

Application Platform

Multi-Channel Access

SAP SAP NetWeaver™™


Master Data Management


.NET WebSphere…

People Integration

Co

mp

osit

e A

pp

lic

ati

on

Fra

me

wo

rk

Process IntegrationIntegration

BrokerBusiness Process

Management

Information IntegrationBusiness

IntelligenceKnowledge

Management

Life

Cyc

le M

an

ag

em

en

t

Portal Collaboration

J2EE ABAP

Application Platform

Multi-Channel Access

SAP SAP NetWeaver™™


Master Data Management

53

Resources

a) Rapid Development by Steve McConnell Paperback: 680 pages ; Publisher: Microsoft Press; ISBN: 1556159005

b) Start to Finish Guide to IT Project Management by Jeremy Kadlec

Digital: 109 pages. Publisher: NetImpress; ISBN: B0000W86H2

Download it at:

54

Your Turn!!!

How to contact me:[email protected]